Adapting Human Resource Management to Social Change: Enhancing Employee Innovation and Sustainability Outcomes

This study examines how top management’s environmentally oriented entrepreneurial approach shapes sustainability outcomes in the hospitality sector. Drawing on survey data collected from hotel employees in China, it shows that when senior leaders actively prioritize environmental initiatives, organizations are more likely to adopt human resources practices that encourage employees to contribute ideas and behavior aimed at reducing environmental impact. The findings further indicate that these practices are most effective when they are supported by a strong organizational culture that embeds environmental values into everyday work routines. In such contexts, employee-driven innovation and improvements in environmental performance are more likely to emerge. By highlighting the combined role of leadership orientation, human resource practices, and organizational culture, the study offers actionable insights for managers seeking to translate sustainability ambitions into concrete employee behavior and measurable environmental outcomes. It also contributes to ongoing debates on how firms in resource-intensive service industries can align strategic intent with day-to-day practices to address environmental challenges.